Leadership in the Age of AI | Paul Hudson and Lindsay Levin | TED

翻译人员: Yip Yan Yeung 校对人员: Gia Hwang

Lindsay Levin: So we're living in an era with multiple overlapping disruptions

林赛·莱文(Lindsay Levin)： 我们生活在

一个商业面临多重变革的时代，

that business is facing, and I want to dive straight in

我想开门见山，

and talk about one of the biggest of those, which is AI.

聊一聊最重大的一项变革，即 AI。

How are you approaching AI?

你是如何看待 AI 的？

Paul Hudson: You know, AI at scale, it's a whole big subject, of course,

保罗·哈德森（Paul Hudson）： 大规模 AI，当然，这是一个大课题,

but for us, at Sanofi,

但对我们赛诺菲（Sanofi）来说，

we aim to be the world's leading pharmaceutical company using AI at scale.

我们的目标是成为

使用大规模AI的全球领先制药公司。

Why and how are we going to do that?

我们为什么、又将如何达成这一目标呢？

It's pretty straightforward.

很简单。

我们每月有 2.3 万人使用 AI，

We have 23,000 people using AI as often as every month,

9,000 people in the company using AI as often as every day.

9 千人每天使用 AI。

We're boldly taking on the opportunity to completely disrupt the business.

我们正大胆地抓住机会彻底颠覆业务，

We don't have a choice.

我们别无选择。

It's the fourth industrial revolution.

这是第四次工业革命，

无论喜欢与否，它都来临了。

It's here whether we like it or not.

And it's amazing how resistant people can be across organizations

各家公司、各行各业的人们如此抗拒，

and across industries.

令人咋舌。

But we're all in and have been quite public about that.

但我们全力投入，

而且已经将此公之于众。

Our aim is to provide daily decision intelligence,

我们的目标是提供日常的决策智能，

to give people a sort of nudge in the right direction,

让人们朝着正确的方向前进，

to give them deeper insights,

为人们提供更深入的见解，

to allow them to be more effective at what they do.

让人们能够更有效地完成自己的工作。

And it's real.

这真的发生了，

And it's such a privilege to be involved in it.

能参与其中真是太荣幸了。

LL: I mean, you're taking a very aggressive, active stance.

莱文：您采取了非常激进、主动的立场。

What surprised you?

有什么让您意外吗？

PH: Well, a lot of things surprise you about AI.

哈德森：关于 AI，很多事情 都会让你大吃一惊。

I mean, for some people it's Skynet and Terminator.

对一些人来说，AI 就是 天网 Skynet 和终结者 Terminator ;

For some people, they confuse AI with cyber.

有些人则将 AI 与网络混为一谈。

I'm not saying everything is perfect,

我并不是说一切都很完美，

but I'm surprised at the number of CEOs or executives who --

但是令我惊讶的是，

许多 CEO 或高管

Their first response to an AI conversation is

对 AI 人机对话的第一反应

"Governance, controls, rules, principles."

是“治理、控制、规则、原则”。

Of course, everything has its place,

当然，存在即合理，

but I think we have to be honest with ourselves.

但我认为我们必须诚实面对自己。

If it is the fourth industrial revolution, which we believe it is,

如果这是第四次工业革命，

我们认为就是，

then hesitating,

那么犹豫不决

this fear that can take over,

这种恐惧会占据一切，

can deprive you of so much opportunity.

会剥夺你许多机会，

And you have to go for it.

但你必须去做。

I find that when you talk to lots of CEOs, they really are very hesitant.

我发现，与许多 CEO 交谈时，

他们真的很犹豫。

莱文：是的。 哈德森：有人甚至是害怕。

Some would say even frightened.

I look internally,

我从内部来看，

people are frightened that you get this radical data transparency

人们怕你获得这种基础数据透明度，

You can see their data real-time.

怕你可以实时看到他们的数据。

LL: And you're experiencing that.

莱文：而您正在经历这种情况。

PH: I've experienced that and still do.

哈德森：我经历过，现在依然经历。

You know, people are often shocked

人们常常感到震惊的是，

that you may get the insight at the same time

你可能会和组织底层的人

同时获悉这些洞察。

as somebody lower down the organization.

And then there's the lost opportunity to polish a slide deck

那就失去了完善幻灯片

and re-present it in the way that I'm supposed to be informed.

并以我本该接受汇报的方式 再讲一遍的机会。

It's not a deliberate, sort of, misleading approach.

这不是一种故意的、有误导性的方法，

It's what people know.

这就是人们所知道的。

They get the insight, they craft the story,

他们获悉情况后，

编好故事，向上汇报。

they push it upwards.

And that's life in many corporations.

这就是许多公司的生活。

For us, we get the data,

对我们来说，我们都能拿到数据，

I get the same data every level of the organization does.

我得到的数据和公司上下 得到的数据都一样。

I get the insight exactly the same time.

与此同时我也得到了同样的洞察。

And then people say, "Paul, don't look, the data is not 100 percent correct."

然后人们说：“保罗，别看， 这些数据不是 100% 准确的。”

Well, make it correct because the data is live.

那就改正它，因为数据是实时的。

So if you really jump in and make it correct,

如果你真的动手更正了，

it'll better reflect what you're doing, right?

它会更好地反映你的工作，对吧？

But if we wait for perfection it's simply not going to happen.

但是，如果我们等待完美，

那就根本不会发生。

莱文：是的。我们看到了恐惧，

LL: So we're seeing fear and some of that, I guess, is not unreasonable.

我猜其中一些不无道理。

You know, we read reports about the impact on job losses,

比如，我们读到了关于 AI 造成工作岗位减少的报道。

for example,

to come from AI.

I wonder what mindset you believe people need to adopt

我想知道，当各代人，

或者说当我们所有人 都在接近这个新的未来时，

in the workforce of all generations,

as they approach or we all approach this new future?

您认为他们在工作中 需要采取什么样的心态？

PH: You know, the adoption of AI in particular is not about jobs.

哈德森：AI 应用与就业无关。

And I know people will think that

我知道人们会这样想，

and inevitably, more meaningful work is created.

而且不可避免地产生了 更多有意义的工作。

And of course, some roles change or some skills don't match.

当然，有些岗位会发生变化， 或某些技能不匹配。

And therefore, you know, with the help of many of the people in the room,

因此，有在座各位的帮助，

you get to reshape organizations.

可以重塑组织。

But in the end,

但归根结底，

it's really about using artificial intelligence

这实际上是使用人工智能

to create this real momentum of decision making

创造真正的决策之势，

and to be able to take such an advantage over the competition.

在竞争中取得优势。

And we believe, I believe,

而且我相信，

that if you create more meaningful work

如果能创造出更多有意义的工作，

and people focus on insights and action

人们专注于洞察和行动，

and less on Excel and PowerPoint and Word,

而不是关注 Excel、PPT 和 Word，

then there is a chance that they enjoy their work more.

那他们有可能会更享受自己的工作。

Now it may lead to productivity gains, it may lead to efficiency.

它可能会促成生产率的提高，

也可能提高效率。

可能会导致各种类似结果，

It may lead to all those things, nobody's sort of denying that.

没有人会否认这一点。

But what I've discovered so far is when it does,

但我到迄今发现的是，当它发生时，

people see it quite quickly

人们很快就会看见，

and they put their hand up to do something else,

他们会去做其他事情，

or to focus more on insights

即更多地关注洞察，

than ... data crunching

而不是……

数据处理和聚合。

and aggregation.

You know, I'm old enough to remember when the internet was launched,

我已经够老了， 都记得互联网是何时上线的，

you know, commercially.

我指的是商业上线。

And it's sort of similar arguments, even when the cell phone was launched.

即使手机出现时，也是类似的论调。

"Be careful."

“要小心。”

But the truth is, they made all our lives better.

但事实是，它们改善了我们的生活，

The use cases are coming.

使用场景不断涌现。

But I think we're starting to understand now

但我认为，我们现在开始明白

how much this is going to change everybody's lives.

这将在多大程度上改变每个人的生活。

LL: So who is leading this in the organization?

莱文：谁会在组织中引领这种风潮呢？

Is it a new generation?

是新一代吗？

Is it specially appointed people?

是特定指派的人吗？

Where's the leadership coming from?

领导力从何而来？

PH: It's an excellent question

哈德森：这是一个很好的问题，

because maybe I'm the last of the great dinosaur CEOs

因为有可能我就是最后一位

who got to the top by doing sort of every job.

从事了各种工作 才成为高层的老派 CEO 了。

I ran Japan, I ran North America,

我经营过日本的公司，

经营过北美的公司，

you know, I was in global marketing.

从事全球营销，

You know, I've done all the tasks, to get to the top,

我做了各种各样的工作才成为高管。

and then I've sort of seen everything.

我什么都见过了，

And so I can be involved in every discussion.

所以我可以参与每一场讨论。

And now the younger talent are saying,

而现在年轻才俊则说：

"You didn't see AI, old man."

“大叔，你没见过 AI。”

So, you know, "I have a better insight than you do."

“我比你更有洞察力。”

And "Oh, and by the way, I'm not just going to push it up to my boss,

还说 “哦，顺便说一句， 我可不会向上汇报给我的老板，

I'd like to tell you myself."

我会直接告诉你。”

LL: Right.

莱文：对。

PH: So the younger talent, justifiably is saying,

哈德森：年轻才俊义正词严地说

"Hey," you know, "I don't need to have my work shared upwards

“嘿，我才不要我的工作 一层层往上汇报，

by a bunch of guys

who are all sitting there going, 'What do you think?'

一帮人坐在那儿问：‘你觉得怎么样？’，

and none of them actually know."

其中没有人真的知道。”

And so we invert the pyramid.

所以我们将金字塔倒转过来，

We have to have different people with two, three,

我们必须要考虑

只有两年、三年、四年经验的各类人才，

four years experience in the room.

Because what do we know?

因为我们知道些什么呢？

And that's sort of exciting, I think, really exciting.

这才是激动人心、真正激动人心的点。

LL: So is AI a unique disruptor?

莱文：AI 是独特的颠覆力量吗？

If we think about some of the other big challenges, you know,

我们可以考虑一下其他重大挑战，

比如我们得让整个全球经济 都更加可持续。

we've got to shift the entire global economy to be sustainable, for example.

Is that comparable in terms of complexity?

就复杂性而言，它们有可比性吗？

Maybe more so?

还是更甚？

你是如何解决这种问题的？

How do you tackle that kind of an issue?

PH: I think these are the big transformational moments for society.

哈德森：我认为这是重大社会变革时刻。

And, you know, sustainability is,

可持续发展

you know, for many, it was carbon neutrality,

很多情况下是碳中和，

then it was net zero,

是净零排放，

it was go to COP 28,

是参加 28 届联合国气候变化大会，

it was put a poster by the elevator

是在电梯旁贴一张海报，

with the meaningful work you're doing to show your commitment.

上面写着你正在做的有意义的工作， 以表明你的承诺。

But it's really different now.

但是现在真的不一样了。

I think there's a collective realization, certainly in healthcare,

我认为人们普遍认识到， 在医疗保健领域，

that we didn't do well enough.

我们做得不够好。

And we're a very purpose-driven organization --

而且我们是一个非常 以目标为导向的组织，

an industry, in fact. We do health,

其实是一个行业。

我们从事健康行业，

we transform the practice of medicine, we invent miracles often.

我们转化医疗实践，常常创造奇迹。

And so it's very easy to say, look, we're very purpose-driven.

说 “听着，我们的目标 非常明确 “很容易，

But it doesn't abdicate the responsibility

但这并不能推卸

of removing plastic from packaging of vaccines and medicines.

去除疫苗和药品包装中塑料的责任。

It's ridiculous to even think you wouldn't have to.

以为自己没这种责任都很荒谬。

Often it's harder with the regulator, by the way, to get that done

顺便说一句，与监管机构交涉

than with your own people.

往往比与自己的员工交涉更难。

LL: So you've got those kinds of projects going on, have you?

莱文：您有正在进行的这类项目，对吗？

Can you give us an example?

您能给我们举个例子吗？

PH: We have to do it.

哈德森：我们必须这样做。

我们必须这样做，

We have to do it because, you know, we have this sort of approach

因为我们有类似 “我们能做什么？”的方法，

of what can we do

that if we don't do, it won't happen?

如果我们不做，就不会发生改变。

莱文：没错。 哈德森：这是我们的理念。

And that's sort of our philosophy.

You know, in healthcare, it's a good example,

一个很好的例子：在医疗保健领域，

you know, delivery of healthcare creates more carbon

提供医疗保健

比航空业产生的碳还要多。

than the airline industry.

And that's half of that, let's say five percent.

那只是其中的一半，5% 吧，

Half of that is making drugs, shipping them, doing different things.

这一半是制药、运送药品、各种工序。

The other half is people driving to hospitals for an appointment

另一半是人们经常开车去医院就诊，

in an overheated, overcooled healthcare practice, too often,

在过热、过冷的医疗机构，

without the use of a virtual hybrid delivery of healthcare.

往往不使用线上混合医疗服务。

And it's the same as the airline industry.

这与航空业一样。

And, you know, we feel, because we're in healthcare,

而且，我们觉得， 由于我们从事医疗保健，

we have this unique opportunity.

我们有了这个难得的机会。

If somebody is pre-diabetic, for example,

例如，如果某人是糖尿病前期，

and you coach them and they change their lifestyle

你指导他们，他们改变了生活方式，

and don't become a diabetic,

没有成为糖尿病患者，

that's a difference of them creating 16 tons of carbon

这就是产生 16 吨碳的

as a normal adult, healthy,

一名健康正常成年人

and 48 tons of carbon in their adult life if they become diabetic.

和患上糖尿病、在成年时期 产生 48 吨碳的不同。

That's a 3X.

差三倍，

That's really meaningful.

这真的很有意义。

And if we don't step in and help,

如果我们不介入并提供帮助，

we just simply never get there and we're doing a lot of work,

我们根本无法实现目标，

而且我们做了很多工作。

I'm doing a lot of work with King Charles

我正在与查尔斯国王

and the Sustainable Markets Initiative

以及可持续市场倡议组织一起合作，

to get people to decarbonize the delivery of healthcare,

让人们实现医疗服务的脱碳，

because it's such a massive opportunity.

因为这是一个巨大的机会。

LL: And presumably you've got to collaborate in very different ways

莱文：我猜你得以一种 与以往不同的方式合作，

than in the past to do, you know,

you're talking about supply chains to deal with something like plastic.

要处理塑料这样的东西就关乎供应链了。

Are you seeing different kinds of skills from people

为了进行这些合作，

in order to make those collaborations?

你有没有看到人们具备的各种技能？

PH: Well, I think these functions and the sustainability groups, as I said,

哈德森：这些职能部门 和可持续发展小组，

have come from a poster by the elevator

如我所说，已经从电梯旁的海报

to being very actively involved in a lot of work to do these things properly.

变成了非常积极地参与大量工作，

以做好这些事情。

And, you know, you, it's not about a competitive advantage,

这与赛诺菲在废水管理

in Sanofi being better at wastewater management

或可再生能源方面

or renewable energy than Pfizer or AstraZeneca.

比辉瑞或阿斯利康更具竞争优势无关，

That's not a competition.

那不是竞争，

The competition is us versus, you know, destroying the planet.

竞争在于我们与摧毁地球之间。

So we work a lot together to do the right thing.

莱文：非常赞同。 哈德森：我们合力做正确的事。

I work with Novo Nordisk, AstraZeneca, GSK

我与诺和诺德、阿斯利康、 葛兰素史克合作，

to try and work out ways to be kinder to the environment

努力在提供健康的过程中更善待环境，

in the delivery of health, and it's the right thing to do, right?

这是该做的事，对吧？

It's a shared responsibility, a collective responsibility.

这是一项共同责任，一种集体责任

LL: And we're talking here about big social challenges

莱文：我们在这里谈论的重大社会挑战，

beyond any one business

超越了任何一家企业、行业，

or industry or even country,

甚至超越国家，

with an expectation that business needs to step forward.

期望企业能够挺身而出。

I think partly driven by the fact that policy doesn't always work,

我认为部分原因是 政策并不是一直有效，

and we're disappointed with leadership and with government.

我们对领导层和政府感到失望。

So a lot of finger pointing as to who's responsible

因此，对于谁应对这些重大转变负责、

谁能采取行动，

and who can act on these big shifts.

有很多人指手画脚。

I wonder how ambitious and bold

我想知道，

您认为首席执行官们

do you feel CEOs should be about stepping forward

应该有多大的雄心和魄力来挺身而出，

and helping society through some of these mega transitions

帮助社会度过 我们所面临的一些重大转型？

that we are faced with?

PH: You know, it's clear that companies are being pulled more

哈德森：很明显，公司越来越多地参与到

into the conversation about individual's values.

关于个人价值的对话中。

And I think people who work in our company,

我认为，我们公司的雇员，

and all companies,

和所有公司的雇员，

start to try and identify themselves, perhaps rightly,

开始尝试认同公司的价值观，

with the values of the company.

也许这是正确的。

And they're starting to have much higher expectations

而且他们开始对自己就职的公司

about the company they work for.

抱有更高的期望，

And it can be on all the major social issues.

可以涉及所有主要的社会问题。

You know, there's been so many difficult moments and tragic moments.

有太多艰难的时刻和悲惨的时刻，

I'm often written to by people from all over the world.

世界各地的人经常会给我写信：

"You haven't declared which side you're on on this important subject.

“你还没有在这个重要话题上表明立场。

Why not?"

为什么不呢？”

And people want to know that you are fully vested

人们想知道你会全力投入，

and the company is behind them.

而公司也在支持他们。

To be clear, it's almost impossible to get everything right.

明确一点，几乎不可能 把所有事情都做好。

The world is almost, you know, perfectly divided.

世界几乎是完全分立的。

You can pick an issue and half your employees will tell you

你可以选择一个问题，

一半员工会告诉你：“不同意”，

"We don't agree," and the other half will say, "Well done."

另一半会说：“干得好”。

And we're not used to that as CEOs,

作为 CEO，我们对此并不习惯，

we're used to trying to find the right sort of moment

我们习惯于寻找合适的时机

to get the majority to say, "I'm proud of my company."

让大多数人说： “我为我的公司感到自豪”。

So you have to retreat a little bit and say,

所以你必须稍微让步一点，说：

I'll spend my energy on making sure whatever the issue, that the people,

“我会把精力花在确保 无论发生什么问题，

90,000 people in our case,

我们的九万员工

get the very best chance to live their best version of themselves.

能有最好的机会活出最好的自己。”

Could be inclusion, it could be race,

可能是包容性，可能是种族，

it could be many different things.

可能是各种不同的东西。

It could be LGBTQ-plus.

可能是 LGBTQ+，

But whatever those issues that are being debated strongly

但无论世界不同地区

对这些问题的争论激烈与否，

or less strongly in different parts of the world,

it matters to us that our people feel

重要的是让我们的员工感受到

they can be the best version of themselves.

他们可以成为最好的自己。

So when people ask, "What do you think about this?"

因此当人们问：“你对此有何看法？

"What do you think about that?"

你怎么看那件事？”

我可以有个人的看法，

I can have a personal opinion, but our organization,

但是我们的公司，

if you're looking to match your values with ours,

如果你想将你的价值观与我们相匹配，

那就是：我们从事医疗保健领域，

is really about, we're in healthcare,

we want you to have the best life possible.

我们希望你能过上最好的生活。

How can the company facilitate that in this sort of, maelstrom of subjects?

在这样的主题下， 公司如何才能为您提供便利？

And we focus then -- I'm not saying we're perfect,

于是我们就会集中精力—— 我并不是说我们是完美的，

I don't think any company really is perfect on this,

我认为没有任何一家公司 在这方面是完美的，

but the expectation of our own employees to be able to set a standard on an issue

但是我们期望自己员工 能够为问题设定标杆，

and to see it through is real.

确确实实地解决这个问题。

And leading in these times is more complicated, I think,

我认为，当今时代的领导

than perhaps it has been previously.

可能比以前更加复杂。

莱文：您描述的是一个

LL: So you're describing a world

where the work of the CEO is changing very fast.

CEO 的工作变化非常快的世界。

您能为我们总结一下 领导者在这个新时代的作用吗？

Could you just sum up for us the role of a leader in this new era?

PH: Well, I took this role at the end of 2019 and thought,

哈德森：我在 2019 年底 担任了这个角色，当时我想，

I will roll through my 100-day plan

我将完成我的 100 天计划，

and I will amble through getting around town halls across the world

然后我将四处游走于 世界各地的市政厅里，

and shake a lot of hands and do a listening tour.

与许多人物握手 并进行一次聆听之旅。

And a pandemic dropped on us within a few weeks after that

也就几周以后，新冠疫情来袭，

and worked out of the kitchen not far from here.

从不远处的一家餐厅爆发。

And the war, Russia-Ukraine,

还有战争，俄乌战争，

current war, Israel and Hamas,

正在进行的战争，以色列和哈马斯，

and mentioned the pandemic.

我也提到了疫情，

China-US, the social issues.

中美关系，

社会问题。

And I think what we realize is leading

我们意识到风头正劲的是

is I think somebody described it as the perma crisis, you know,

有些人口中的“长期危机”，

a sort of, you know, a cadence of issues

一系列层出不穷的麻烦事。

that just is relentless.

And you really have to have some resiliency leading now, I think,

我认为现在必须具备一定的应变能力，

and you have to recognize that there are a series of sprints in the role.

而且你必须意识到这个角色 需要进行一系列冲刺。

There's the fundamentals of the business that must be continued.

业务的基础必须持续下去，

Then there's a metronome for us.

我们必须跟着节奏走。

We feel a responsibility to bring medicines

我们觉得推动药物

and transformational medicines forward is non-negotiable.

和新型药物向前发展义不容辞。

At the same time,

与此同时，

parts of your organization is in a very difficult situation

你的企业的一部分在世界某个地区

somewhere in the world.

处境非常艰难。

And we have to make sure we have the right energy, experts,

我们必须确保 具备足够的精力、专家、支持，

support, crisis teams, often, more recently

近期经常是危机小组，

to protect our people

保护我们的员工

and to continue the work we do.

并继续我们的工作。

We ship drugs all over the world, irrespective of the stance of politics

我们将药品运向世界各地，

无论政治立场或其他因素。

or anything else.

人就是人，如果他们生病了， 我们会提供帮助。

People are people and if they're sick we'll help.

But it really has got very complicated.

但确实变得非常复杂了，

So resiliency, agility and being open-minded,

因此，要有韧性、敏捷和开放的心态，

recognizing you're not the expert many times,

反复认识到自己不是专家，

trusting the advice you get from your own people,

相信自己的员工提供的建议，

particularly those on the ground,

尤其是基层员工，

protecting your people where it's necessary,

在必要的时候保护员工，

moving your people where it's necessary.

必要的时候转移员工。

That's the sort of new expectation, really.

这其实就是一种新的期望。

LL: I mean, I think we're all experiencing this sense of perma crisis.

莱文：我认为我们都有 这种长期危机感。

Just to finish,

最后，

it would be great to just get a sense

我们很想了解一下

of what are you really excited about right now?

您目前对什么感到兴奋？

PH: Well, I'm incredibly excited,

PH：嗯，我非常兴奋，

I touched on it at the beginning about the use of artificial intelligence,

开头浅谈到了人工智能的使用，

particularly large language models.

尤其是大语言模型，

Because I think it changes everything.

因为我认为它改变了一切。

It's got me questioning whether I can go back

这让我开始质疑，

and look at medicines that didn't quite make it,

是否回头看看那些不太成功的药物，

and wonder if we just didn't know enough

我在想，是不是

我们对数据的了解还不够深入？

with the data that we had to look deep enough.

It can be, you know, recently we just did our --

我们最近刚进行了一个小例子，

this is a small example, but it's just fun,

但很有趣，

our engagement survey,

我们的参与度调查，

we had a 409,000 comments,

我们收到了 40.9 万条留言，

9 million words.

900 万字。

And normally, somebody would make a nice slide deck

通常，有人会制作精美幻灯片，

to tell me, "The organization poll is very engaged.

告诉我，“公司的问卷调查非常活跃，

Never been more engaged."

参与度达到了史上最高。”

"How much more engaged?" "0.1."

“参与度高了多少？”“0.1。”

"OK, good, thank you."

“好的，很好，谢谢。”

Definitely improvement.

绝对是提高了。

And so I asked them to run the 409,000 comments

于是我要求他们用大语言模型

through a large language model.

处理这 40.9 万条留言。

Forty minutes later, it told me the three things

四十分钟后，它告诉我

人们喜欢公司的三点

that people love about the company

以及人们讨厌公司的三点。

and three things that people hate about it.

I didn't need a lot of external support, didn't need teams of people.

我不需要大量的外部支持，

也不需要一堆人。

And it was clear, it was no hallucination,

很清晰，也没有混淆视听，

because it was there right in front of me.

因为它就在我面前。

And it made sense.

很有道理。

我和别人分享了结果，

And I shared them with people and they're like, yeah, that's us.

他们觉得没错，正是我们的意思。

And I think that's the difference between meaningful work

我认为这就是区分了有意义的工作，

using -- let's talk about what it tells us

让我们来谈谈它能告诉我们什么，

about whether our people really like it here

我们的员工是否 真的喜欢这里的工作

and bring their best or not.

是否能发挥出他们的最佳水平。

I think AI for me, a relatively new CEO,

我认为 AI 对我这位 相对较新的 CEO 来说，

I have a chance to disrupt structural biology, electron microscopy,

我有机会颠覆结构生物学、

电子显微镜；

I have a chance to invent medicines

我有机会发明

and druggable targets that were never touched before.

以前从未被人触及的 药物和药物靶点。

I have a chance to take away the sort of,

我应该说，我有机会消除

I should put it, the heavy lifting,

人们不喜欢做的那种 不起眼的脏活累活。

unglamorous work that people don't like doing.

I've a chance to reinvent everything,

我有机会重塑一切，

to do it more efficiently, reinvest in R and D.

提高效率，对研发进行再投资。

And I have a chance to get ahead of the competition

在人们提心吊胆的时候，

while they're all worrying,

我有机会在竞争中领先一步，

we have governance,

我们有治理，

but every step forward by us

但是我们向前迈出的每一步，

is a step of leaving behind those that are overly sensitive,

都将那些过于敏感的人甩在身后一步，

and we're happy to share.

我们也很乐意与大家分享。

But we can do incredible things for patients

但是，我们可以为患者、

and for the people in the company

为公司的员工，

by being more bold about stepping into the new world.

通过更大胆地踏入新世界， 做到不可思议的事情。

LL: Your passion is infectious.

莱文：您的激情让人感同身受。

Thank you.

谢谢，非常感谢，保罗。

Thank you very much, Paul.

PH: Thank you.

哈德森：谢谢。

(Applause)

（掌声）